Update on Strategic Plan Year

Transcription

1 Update on Strategic Plan Year 1A - Define the Linfield Experience as an inquiry based developmental trajectory for all Linfield students, including equivalent experiences for transfers. Mentored by their professors, students will tailor their education to individual needs and interests, but all graduates will possess three central traits: a rigorous understanding of a field of knowledge; an ability to negotiate multiple settings, cultures, and levels of leadership; and practical expertise and skills gleaned from internships and a variety of other in class and out of class experiences. First Year Experience (FYE) Working Group was formed, a group of faculty, staff, and students tasked with reinvigorating the first year programs for new entering students Program for Liberal Arts and Civic Engagement (PLACE) approved, will enhance thematic connections among modes of thinking and inquiry Internships have been inventoried and catalogued First Year Experience pilots in 2014, revisions in 2015 New PLACE themes identified for and PLACE continues to explore possible connections with FYE, and operating budget of $20,000 for programming and student employment was funded Internship opportunities will have possible connections to Capstones, Business Advisory Council Assessment of learning outcomes done in residence life areas and in student conduct program Reduced number of students per section of freshman colloquium with stronger connections to PLACE programming Recommended budget that incorporates January Term fees in tuition for first year students, and requires January Term enrollment the first year New PLACE theme identified for and Hearst grant supports expansion of ifocus science programing New sustainability pre-orientation program established. Received Mellon Foundation grant to support programming connecting Arts and Humanities and careers 2014 NSSE data indicates an increase to 82% of Linfield Seniors participating in an internship or field experience during their four years vs. 57% as reported in the 2011 NSEE survey by Linfield Seniors Career Development programming has added an internship focus week, an internship resource app for employers and students, increased the Cat Connect internship database, and created an interactive touch screen internship central to the Career Development Hub

2 Implement rich January Term programming for first-year students Integrate civic engagement programs with academic components of PLACE Offer Mellon grant Arts and Humanities pre-orientation programming, student learning communities and career exploration 1B - Support faculty efforts to continuously enhance student academic excellence, including investment in faculty scholarship and teaching as well as efforts to showcase faculty and student/faculty collaborative successes. Recognize faculty intellectual initiatives as essential to student/faculty collaborative research opportunities and for faculty to mentor students in the intellectual and creative life. Identify new ways to more vigorously and visibly promote such achievements. Load determinations were completed by all academic departments Increased funding for faculty development by adding $40,000 to operating budgets for faculty travel Expanded Collaborative Research; increased faculty stipends with additional $40,000 Increase in the number of fulltime faculty (see 1D) with positions in Education for English to Speakers of Other Languages. Reallocated Health Science positions to HHPA and Business Faculty compensation comparison group in progress (3A) New endowed Faculty Award created by Marv and Laurie Henberg to recognize internationally focused scholarship Approved the use of AAUP IIB for faculty compensation comparisons Established new endowed faculty award for creative accomplishment STEM programing and facilities discussion. Trustee group established. Engaged architect and Jeanne Narum, national expert on science collaboration, for a workshop on facilities in Spring 2014 Enhanced the Student Symposium program with greater student participant from more academic departments than in prior years Faculty and administrator trip to visit science facilities in Washington On-going development with SRG Architects and RFD Research Lab Planners Reviewing initial facilities requests for efficiencies Continue building funding for faculty development Continue to Expand Collaborative Research Support competitive scholarships and fellowships for students Focused discussion on science programing and building needs will continue. Continued architecture development

3 1C - Enhance and affirm student, faculty, and staff diversity as central to the Linfield Experience. Experiencing diversity expands perspectives, contributes to multicultural competence, and becomes a key element in attracting and retaining students, faculty, and staff. Formed President s Advisory Committee on Diversity Adopted a Respect Diversity Statement Dr. Joanne Moody, a nationally recognized consultant, conducted intensive workshops on best practices for hiring and retention of faculty/staff Created diversity webpages on Linfield site, including telling the stories of the faces behind the hands that were used on the Respect Diversity posters Professional Development Day for all staff focused on diversity, including powerful keynote by Dr. Janet Bennett of the Intercultural Communication Institute Posted Respect Diversity Statement in 200 places on both campuses Conducted several meetings with key student leaders of multi-cultural clubs to understand the student experience Created Wildcat Intercultural Network(WIN), a mentoring program for first-year students Preparation of a formal charge for the President s Diversity Advisory Committee Proposal to establish a faculty and staff co-chair structure for the Diversity Advisory Committee Diversity mini-grant process finalized and grant requests being accepted for Further develop web content Continue to evaluate and respond to survey data regarding campus climate during the academic year from all students and employees Evaluate and implement Diversity Advisory Committee action plans 1D - Take steps to attract and retain high quality faculty while affirming the worth of all disciplines, addressing recruitment and retention challenges, and sustaining Linfield s egalitarian ethos in the 21st century. Two faculty endowments completed the Glicksman Professorship funded with $1.4 million in gifts and the Renshaw Professorship funded with $2 million in gifts Funded Dave Hansen Chair in Economics with $2.01 million in gifts from 95 donors Establishing a fund for nursing excellence

4 A Campaign priority will be to add additional endowed positions and faculty development funds Consider additional endowments for positions in professional programs 1E - Determine optimal administrative structures for adult degree and online learning programs, reflecting academic priorities while maintaining strong net revenues. Outside consultant review TEAM DCE established to provide input on student experience, enhanced efficiencies and integration; Division restructuring towards more integration underway; Search in progress for new Director Division of Continuing Education renamed Online and Continuing Education Staffing reorganization shifted personnel and functions from OCE Office to offices of admission, registrar, student accounts, academic advising and information technology New instructional design position to support course development and best practices Plans in place to address programming across a broader audience: majors, certificates, professional credentialing and enrichment Five new certificates and minors developed and approved Develop additional major offerings Explore enrichment offerings Continue to enhance quality of all offerings 1F Address the challenges and optimize the opportunities particular to the interaction of the McMinnville campus and the School of Nursing and to program offerings on the Portland campus. Hired Dean of Nursing Strengthened language regarding migration policies Continue to assess student movement from McMinnville to Portland Changed policies regarding admission to the School of Nursing including raising the minimum GPA required to migrate from McMinnville to Portland

5 Discussion of long term lease options is ongoing Focusing on staffing needs in Nursing hired a dedicated recruiter Evaluate the availability of prerequisites courses and appropriate space in McMinnville Continue discussions and finalize long term lease Develop creative approaches to Nursing staffing that acknowledge the need for Nursing faculty to acquire earned doctorate and establish advanced practices 2A - Increase our commitment and strength in international education and global awareness for all students. Encourage global content. Encourage global partnerships to extend and deepen the experience of living and studying abroad. Creation of an international hub combining Political Science and the Office of International Programs. (Fall 2014) Increased numbers of students in semester/year abroad Established two Nursing focused January Term offerings/per year Established IE3 Global Internships, partnering with Oregon University System New program established with Nurtingen Geislingen University for Business Programs. NGU providing grants for Linfield faculty lectures Two new partnership agreements signed with Japanese partners External evaluation of the Office of International Programs (May 2015) Carefully monitoring international program sites for safety due to health and global unrest Review vendor costs of semester and JT programs Continue to develop Serve and Return options linking study abroad with Linfield courses Consider and implement recommendations of external evaluation 2B and 2C - Establish and promote Linfield s expertise as a reciprocal partner and resource regionally. Strengthen and promote Linfield s service to regional organizations. Promote civic learning and capacity through partnerships with regional constituents. Oregon Wine Industry Experience created Internships have been inventoried Career Services Courses focus on region

6 Year One of grant-funded Oregon Wine Industry Experience pilot program (5 students) Developed third January Term course focused on regional industry, communications and media in the northwest Year Two of Oregon Wine Industry Experience pilot (10 students) Hired Director of Wine Education Added Certificate in Wine Marketing to Online and Continuing Education offerings Added non-credit seminars about basic wine knowledge, and wine tasting Developed Medical Interpreter program (under state review) to serve needs of medical community Develop additional certificates and other wine curriculum. Develop Mellon grant funded career exploration course in the Arts and Humanities 2D - Utilize the experience and expertise of Linfield s external constituencies, including alumni connections. Student Alumni Association was reinvented Alumni-student mentoring program initiated Social media networks have been expanded Student Alumni Association has grown from 15 to 20 involved members and is increasingly active Tuition Free Day panel presentation was attended by 200 students who learned more about philanthropy from a noted panel of involved alumni and friends 108 members of the 2013 graduating class contributed $3,300 to the Senior Class gift effort; already this year, 148 seniors have contributed $5,700 to the effort Alumni hosted dinners for new students, filmed short videos, participated in Alumni Profiles, and initiated Life 101 series Informational videos were produced for parents Statue and plaza celebrating Paul Durham s contributions to Linfield was placed by athletic facilities Begin the planning for campaign-related activities to engage constituencies in that important effort Develop connections with alumni early in their post-graduate lives

7 2E - Take advantage of our Pacific Northwest location: attract international students, build on global partnerships, and deepen relationships with regional industries (e.g. the wine industry). Grants for Oregon Wine History Archive (OWHA), wine institute and internships Cycle Oregon (2200 participants) will be on the McMinnville campus in July 2014 Greg Jones, internationally recognized viticulture climatologist, visited campus for two days; public presentations and class attendance by scores of leaders in regional wine industry Met with leadership of Camp Smith, a 120 acre wooded campsite, and visited site on several occasions The Oregon Wine History Archives (OWHA) received a $15,000 grant from Oregon Wine Board for equipment and travel to document wine industry history in Southern Oregon; staff and student participants documented 20 wineries, conducted 18 oral history interviews and host two receptions with partner institutions and the community Faculty and staff conducted research on Latinos and Latinas in the Oregon wine industry resulting in a bilingual display that was shown at IPNC, on campus and at the Willamette Heritage Center The OWHA received an $8,000 grant from the Erath Family Foundation to fund a Linfield student as Archives Specialist for all wine collection items in OWHA, and will be supporting all projects and research that take place in the collection Linfield faculty presented at annual Oregon Wine Symposium and at international wine business conference (Germany) Faculty/student research in wine science Approval of new Wine Studies course New donations to OWHA Continue wine speaker series Develop model for Outdoor Leadership/Recreation, building on Outdoor Club 2F - Further support and extend Linfield s commitment to environmental, social, and economic sustainability. Hired Sustainability Coordinator Align sustainability with Master Plan Environmental Studies major was evaluated by external experts in policy and science Sustainability Coordinator collaborated in eight separate courses in Sociology, Environmental Science, Business and Arts & Visual Culture; created faculty development program to advance

8 integration of sustainability across curriculum; issued campus-wide sustainability literacy and transportation surveys Now offsetting 44% of Linfield s calculated carbon footprint through renewable energy program; prepared and submitted comprehensive Greenhouse Gas Report; Zero Waste initiative sparked recycling/composting at football games/special events/residence halls; new recycling bins; reusable dishware; revamped Give n Go program to support sustainability; launched SEED (Sustainability Engagement Every Day) program for employees Developed summer internship program in local sustainable agriculture; Green Team created to assist with orientation; Green Chairs (student volunteers) in residence halls advance sustainability practices; organized farmers markets and earth week programs Conducting search for a three year senior scholar position to more fully develop environmental policies track of the Environmental studies major. Faculty working group to integrate sustainability into curriculum Formal pre-orientation program in sustainability was established SEED program in active operation Continue to develop programs around sustainable food systems 3A - Continue to address employee and staff compensation issues (noting that faculty issues are addressed in Goal 1). The College remains committed to competitive total staff compensation. Staff classification/compensation revision completed Faculty compensation comparison group in progress (1A) Implemented new performance review process for staff Implemented merit pay system as part of performance review for staff and offered merit pay raises to 58 (59%) exempt and 106 (75%) non-exempt staff Verify accuracy of positions to classifications 3B - Evaluate and, if necessary, modify the College s administrative and governance structures in order to maximize efficient coordination between faculty entities and the Vice President for Academic Affairs/Dean of Faculty. Roles of academic department chairs examined

9 Regional accreditor, Northwest Commission on Colleges and University, made significant change in the required reporting cycle for mid-cycle report due in September College is responding to meet required reporting schedule Successfully completed the NWCCU mid-cycle review including: self-study, evaluator site visit and confirmation by the commission NWCCU extends the date for comprehensive evaluation to C - Continue to identify, evaluate, revise, and adopt administrative and service processes including new technological applications in order to support students, faculty, staff and other stakeholders of the College (e.g. alumni, guidance counselors, and the like). Develop measures to assess administrative and academic units to ensure quality and optimal reallocation of resources. Communicate to end users the reasons for and advantages of any implemented changes. Counseling Center and Health Services consolidation accomplished PDX Facilities and Housing reorganization accomplished Hired Mary Ann Rodriguez as VP of Finance and Administration Reorganized Human Resources Department resulting in significant savings and gained efficiencies Hired new Chief Technology Officer Implemented new policies for computer purchases, cellphones and online access Continue to evaluate use of administrative computer systems and implement best practices Evaluate network infrastructure needs and determine next steps Review administrative processes and procedures and revise as required 3D - Consistent with the academic and intellectual aspirations of Goal 1, pursue opportunities to increase existing revenue and identify new revenue streams, including recruitment, retention, overall enrollment strategies, and the possibility of appropriate and vetted graduate programs, while striving to provide an affordable Linfield College experience for our students. Hired Transfer Coordinator Added Summer Cohort to RN to BSN program Quality and customer service enhancements to Bookstore and food service

10 Changed financial aid consultant from Noel Levitz to Applied Policy Research, Inc. Evaluated tuition increase and set increase at 3.06% Evaluated tuition increase and set increase at 3.51% Evaluate tuition position and plan for future tuition increases Evaluate MS in Nursing 3E - Increase the financial resources available to the College through philanthropy, both to support Strategic Plan initiatives and to strengthen our financial position Strategic Philanthropic Priorities papers and discussions Consultant Presentation to Board Feb Hired Dave Ostrander as VP of Institutional Advancement Hired Grants Manager to support faculty in seeking and administering grants Identified Capital Campaign Leadership, including Kerry Carmody and Dave Baca as Campaign Co-Chairs Have begun process to identify STEM initiatives and develop plan for a new science facility Quiet phase of Campaign Linfield has begun. Regional trustee gatherings were held to introduce trustees to the Campaign. Personal calls are being made with trustees and spouses to begin cultivation and solicitation of personal campaign pledges Complete wealth screening of donor pool Identify candidates for leadership campaign gifts Define faculty development funding priorities and scholarship funding priorities Create case statement for campaign Cultivate and solicit Board members for campaign gifts/pledges Begin solicitation of leadership gifts for the campaign 3F - Align the Linfield College Master Plan with the Strategic Plan. Facilities Planning Group created, has been meeting; consultant retained Partial renovation Melrose second floor Science Initiative

11 Completed energy audit and infrastructure assessment which will guide future projects Completed the Strategic Facilities Planning Guide and determined Melrose/Walker renovation project to be top priority Completed the pre-design, programming, schematic design, structural engineering, and construction drawings for Walker/Melrose Renovation of Walker/Melrose to begin in June 2, 2014 Conducted preliminary discussions about science facility with STEM group Completed Walker/Melrose renovations and relocated two academic departments and eight administrative departments Faculty and administrator trip to Washington colleges to assess best practices when creating new science spaces Begin the pre-design work for new science facility 3G - Charge the College Planning and Budget Council (CPBC) to make budget recommendations in order to achieve the goals of this Plan and develop guidelines to measure outcomes. Normal operations CPBC participating in mid-cycle college accreditation report Analyzed and affirmed budget priorities for in light of strategic plan goals and core themes Mapped 2014/15 proposed budget allocations to strategic plan goals, and communicated to Campus community Created working group to align established data sets with strategic plan and core themes, for mission fulfillment reporting to the Northwest Commission on Colleges and Universities Streamlined budget communication processes Incorporating more assessment and evaluation into council s routines Assessed and established budget priorities for the budget cycle Reviewed student learning outcomes as part of review process Established key standing agenda items to utilize members of the campus community for updates and progress reports Collaborate with accreditation committee to prepare upcoming reports to NWCCU Reassess and establish budget priorities in light of strategic plan goals and achievements